 |
Must of what matters cannot be measured, and our consulting needs to reflect that.
|
258 |
 |
The numbers in the Scorecard should be weekly activity-based numbers, not the type of high-level numbers you see in a profit and loss statement (P&L).
|
120 |
 |
Right people in the right seats love clarity. Knowing the numbers they need to hit, they enjoy being part of a culture where all are held accountable.
|
124 |
 |
When a team composed of the right people in the right seats agree to a number to hit, they ask themselves ‘how can we hit it,’ creating camaraderie and peer pressure.
|
125 |
 |
With practice, you’ll learn to set targets that are truly specific, measurable, and attainable, which will make you great predictors and ultimately lead to a solid, well-run, and enduring organization.
|
185 |
 |
There are always measures. If you don’t know what they are, they may be being used against you. Your boss is privately and subjectively evaluating you.
|
3 |
 |
Effectively managed modern organizations now measure retention in addition to results when they are evaluating a manager.
|
4 |
 |
…a manager who knows his or her team members one standard deviation better than the average manager produces results that are two standard deviations better than the average manager’s results.
|
8 |
 |
We have to define what the measure of success is for the behavior we’re expecting to change.
|
150 |
 |
…defining the right outcomes to measure culture can be quite a challenge. But it is worth the effort.
|
128 |
